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20121201
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and things in china. so the growth in the america, south america and emerging markets. when you look at food service, even on some slower, you know, flattish type growth over the second and third quarters, the margin increases that we've had i think people are starting to see why the combination of these two as you showed earlier, cranes, plus food service equals profit. liz: okay. i mean i definitely see that but you just mentioned europe. where is the growth in your crane business? who is, buying your cranes? sorry, is it asia, or you just mentioned south america s that sort of a brazil pre-olympics play? >> i think actually it is sort of obviously brazil but there is chile, peru, colombia, all have been good markets and so, you know, the americas has been good. if you look at what is going on in the energy and the, the energy and the petro chem type business, the fracking is good type business and boom trucks that has driven the growth. you have australia's been good. russia is coming back. after can has been a good story this year. i think you put all that together on the crane side it o
of miles away from where the end consumer is. how do you actually know what consumers let's say in south america, africa actually like in terms of fragrances? >> it's imminently linked to the culture of a local country. especially on the state side, especially on the flavor side. so we don't create fragrances and flavors for the indians and the chinese. we have 9,000 people around the world. half of them create the next fragrances and flavors. and out of those 4,500 people, you have roughly 2,000 people who are actually in those countries. they are local people so we are chinese employees, chinese favors, will create those fragrances and flavors for the whole market. because, again, you can't know about the local culture out of switzerland. so you have to by there. and we have there in all of those countries so we do expensive consumer tests. we do expensive consumer insight. we drive the trend and that's helpful to grow in those markets. >> another factor that's created a lot of headache is the strength. how difficult is it to be a globally operating company that's based here in switzer
, and south america, which we really don't have now. really makes us a global powerhouse. >> you know, is the underwear business and the jeans business a bigger business than the suit business for example? >> yes. the underwear business worldwide is over a billion dollars in sales and jeans business is close to $2 billion. so those are the two largest categories followed by fragrance which is about a billion and a half dollars. >> when you did the tommy deal you knocked the cover off the ball. you put some numbers out. you delevered the company quickly. now you're back doing the warnerco deal. is this going to be as transformational? >> i think in some ways it's going to be more transformational. it really opens up two key markets for us to operate directly. today we are operating on joint ventures and licensing arrangements. so in asia, china specifically, ind india, and in latin america with brazil, you know, really opening up the developing economies, where warnaco, in those two areas approaching 20%. >> phillips-van heusen, to be able to transform it from what we think of when we
Search Results 0 to 2 of about 3